Recruitment and Selection - Occupational English Services - Assignment Example

Recruitment and Selection [Name of the Writer] [Name of the Institution] Table of Contents Executive Summary……………………………………………………………………3 Introduction……………………………………………………………………………4 Recruitment Strategy……………………………………………………………...……5 Key Selection Criteria…………………………………………………………………..5 Gain Visibility for Your Company……………………………………………………..5 Leader’s Role…………………………………………………………………………..5 Sense of Ownership…………………………………………………………………….5-6 Hiring Good Employees………………………………………………………………..6-7 Effective vs. Ineffective………………………………………………………………..7-8 Personality Traits……………………………………………………………………….8 Patience………………………………………………………………………………...9 Advertising……………………………………………………………………………..10 What Predicts Success? Try the FACTs Method………………………………………10-11 Selection Strategy Application forms/CV/resumes…………………………………………………………11 Interviews……………………………………………………………………………….11 Test ……………………………………………………………………………………..11 Reference chick list……………………………………………………………………..11 Conclusion………………………………………………………………………………11-12 References………………………………………………………………………………13 Appendix………………………………………………………………………………..14 Executive Summary The paper briefly discusses the recruitment and selection strategy of Business Development Officer. The paper is divided in to two parts. Part a, belongs to recruitment strategy and part b, belongs to selection strategy. Recruitment and selection of employees is a very important and quite difficult task for any organisation. Hence selection process should be kept simple and effective. Expectations and obligations should be discussed earlier with the new employees. Transparency of pay scales and succession plans is a greater factor which should be openly discussed and it keeps the recruitment and selection process perfect. It is important for an organization to manage the right selection approaches that do not clash with the organisational culture and fulfill the needs of its workforce. Recruitment and Selection Introduction According to a recent article in USA Today, the majority of CEOs report that in five yes, when they look back at the most important decisions affecting their success, getting and retaining talent will have surpassed all other areas. (Cober, 2007; 479-494) Those other areas include executing business plans and improving customer service. In another recent USA Today article, 46 percent of CEOs report the scarcity of qualified employees is one of the three biggest obstacles to their success. Attracting and hiring the tight employees is the first step to building a solid and effective safety culture. Employers have some unique challenges to consider if safety- and health issues are to be taken seriously by employees. Attracting the right employee is very different today than it was years ago. As the workforce shrinks, the makeup of the workforce is changing drastically. There are more women and minorities in the workplace than ever before. Experts say this is a trend that will continue into the future. Business and educational institutions are experiencing challenges such as increased competition, globalization, emerging technology, resource constraints, and the consequences of unethical behavior. Leaders in business and education are more often recognizing the importance of being customer focused by identifying and separating value-added and nonvalue-added activities by and in collecting information for performance evaluation and continuous improvement. The paper covers two important steps of HR hiring process 1) Recruitment Strategy 2) Selection Strategy Recruitment Strategy Key Selection Criteria: Despite all of the workplace flexibility and family-friendly policies offered by companies today, many challenges still exist in attracting, hiring, and retaining the "best and brightest." Unfortunately, many employers -11 are hiring just to fill "spots," especially in labor, manufacturing, and service jobs. The pool of candidates can be quite diverse, ranging from Generation X and Y (the future labor pool) to immigrants speaking English as a second language. (Malone, 2000, 162) Issues such as cultural and language barriers and high illiteracy rates can make it even more challenging for employers to meet staffing needs Leader’s Role A comprehensive set of leading and lagging measures or indicators tied to student, stakeholder, or organizational performance requirements should be chosen and represent a clear basis for aligning all plans, processes, measures, and proposed actions with the organization's goals and priorities; for monitoring actual performance; and for providing a basis for improving student, operational, and financial performance (Malcolm Baldrige National Quality Award Program, 2003). Gain Visibility for Your Company Making appearances at job fairs and school career discussions or becoming part of the educational curriculum in colleges, high schools, and elementary schools is another way to attract future employees. The construction industry uses coloring books as a way to introduce the industry to young people. This approach can make a lasting impression on a child or young adult as he or she considers a particular career. It's important to emphasize safety and health as part of your company's focus. (Cober, 2007; 479-494) Prospective employees do pay attention to how you handle employee-related issues. Sense of Ownership A sense of ownership should be there in an applicant for the business development to deliver excellent business programs that prepare students for successful careers and responsible leadership in business. Some of its unique characteristics follow: (a) pursuing excellence in undergraduate-only business education, uniquely among its regional and national peers; (b) one of five educational programs nationally to hold Association to Advance Collegiate Schools of Business accreditations in business and accounting; and (c) commitment to a program strategy of high-touch, widetech, and professional depth to make the college of business a value leader compared with its competition. (Malone, 2000, 162) Consider asking retirees or soon-to-be retirees to help in the process of attracting, hiring, and retaining employees. They could mentor new employees, conduct training classes, lead employee orientations, or assist in the development of training products. Hiring Good Employees In these times of low unemployment rates around the country, I hear all too often: "I hire them because it's a warm body." ..."Has a heartbeat." Costs for hiring and retraining due to poor employee selection can be astronomical, depending upon the level and skill, of the position to be replaced. When it comes to performance, employee job fit is critical. (Pernick, 2001, 429) Sure, we can train people, but understanding what you have coming in the door is essential. Job skills testing, personality testing, and safety orientation are all crucial pieces to helping you make better choices. (Vandenberghe, 2004 47-71) One trucking company learned the true value of its new personality-based and safety-focused hiring tool. While using the tool in a test validation mode, company officials found their lowest-scoring candidates were less successful in training classes. In fact, two people who scored lowest on the test were involved in two separate rollover accidents. If the company had used the tool during the hiring process of these two people, it may have been able to save $400,000. The company may not have hired the two employees, or if it had, it may have opted to give them more training and oversight. (Pernick, 2001, 429) One of the most important factors to an business development officers’ success on the job-particularly from a safety and health standpoint-is a new employee orientation. (Joinson, 2008 82) Orientations need to include the basics, such as job responsibilities, policies and procedures, safety-related issues and exposures, and tours of the plant, facility, job site, and office areas. If you use sound employee selection practices, your hiring process doesn't have to be a gamble. You'll be going a long way toward lowering your operating costs by reducing employee turnover, and you'll be boosting revenues by increasing employee productivity and customer satisfaction. Over the past five years, Interview Technologies (IT) has successfully helped many companies select peak performers and maximize the potential of their current employees. They do this by focusing on employee selection, performance appraisal, coaching efforts on specific behaviors and personality traits related to peak performance. (Sullivan, 2002) The Predictive Performance Profile (P3) system and the new Integrated Performance Management (IPM) system blend the power of behavioral science with the accuracy of personality profiling to deliver powerful, integrated tools for selecting and managing employees with maximum effectiveness. Effective vs. Ineffective One way to distinguish effective from ineffective employees is in how they act and react to the demands of their positions. Effective employees act and react in ways that help performance, while their ineffective counterparts act and react in ways that hinder performance. These actions and reactions are influenced by the employee’s personality. Using this knowledge and the system, developed job profile benchmarks for key positions, such as service technician, service supervisor and sales representative. The job profiles illustrate and describe the personality traits supporting peak performance, and are the baseline for comparing the personality traits of candidates and employees. (Sullivan, 2002) By comparing these traits to the job profiles using System software, managers select more peak performers and maximize the potential of current employees with greater consistency. Personality Traits People with higher "dominance," for example, are hard-driving and more willing to take risks. They're anxious with receiving stuff done, and are aggressive and target-oriented. They desire to be influential and like to control others. Confident in their ability, they're often authoritarian and daring. They may also be abrasive at times and critical of others. People with lower dominance are congenial and cooperative. They tend to defer to others, are less likely to take risks, are modest and cautious, and try to avoid conflict. Effective salespeople are often higher in dominance. (Vandenberghe, 2004 47-71) Effective service supervisors tend to demonstrate moderate dominance, while effective service technicians and clerical/support staff tend to be lower in dominance. Patience Employees with higher patience are amiable. They like harmony, but dislike conflict and tend to avoid it. At ease with life's complexities, they're stable and reliable, and like the same traits in others. Those lower in patience are fast-paced, intense and action-oriented, and convey a sense of urgency. They appear restless, take quick action and are more willing to risk conflict to achieve change. (Selden, 2003) Effective sales reps are often lower in patience. Effective applicant need to get results through others and tend to have moderate patience, while technicians and clerical/support staff often have moderate to lower patience. Advertising Despite the effective sources of hiring and selection like radio and internet newspaper source leaves the powerful way of posting the job requirements. On the other hand it is the most expensive way too for advertisement. The advertisement ran a couple weeks before and for the promotion our website also played a vital role. Nonetheless newspaper is the best source. What Predicts Success? Try the FACTs Method The FACTs method is an easy way to remember and apply four key best practices that help to recruit and retain employees. * Fairness. Employees need to be rewarded equitably for their contribution. They need to be treated fairly and with respect and given equal chance for training and promotional opportunities. If employees feel the workplace is unfair, they will go elsewhere for better pay and compensation or a more favorable working environment. * Accountability. Your employees need to know their job duties and responsibilities and receive regular feedback on their performance. If employees lack goals or focus, they cannot contribute optimally, which results in wasted time and resources for the organization. If employees can't contribute fully, this can negatively impact their attitude and self-esteem. (Selden, 2003) * Communication. Employees need an open line of communication with their employers so they can perform their job to the best of their ability. The regular sharing of information can make employees feel involved, engaged, and empowered. * Training. Employee training has been shown to improve productivity and reduce on-the-job injury rates (Ostroff, 2000, 211-266). Training helps employees perform their job with skill and efficiency. Your employees need tools and training to help them grow and develop. Selection Strategy Application forms/CV/resumes Resume is a French word which means “to summarise”. A good resume drags the attention of interviewer; resume continues the process towards an interview. Many applicants from the final pool get excluded after a final interview. Resumes and application forms should be easy and simple to go through, the most important information should be kept first in the resume and it should include only the positive aspects of your personality. A resume should deliver more skills and efficiencies than the application form. Application forms are in details and great restructuring than resumes Interviews Interviewing is a most common and famous technique of selection among practitioners. For the interview surrounding facts should be considered to know whether the applicant is honest in his statements. Verifying the information and giving the contact names will be included in the interview. Situational interviewing for a business development will also work. Test A few organisations consider testing the applicant’s abilities. The most efficient screening tools include a work sample test. These tests are comprises of a workplace situation to test the applicant how he/she will manage that situation while being on the job. Then the results are compared to the top performers. Reference chick list Among one of the common procedures of selection is reference check. I’ll be choosing a business development officer by calling his peers, former leaders or supervisors or former company to know the reputation of applicant for the applied post. Conclusion A good example of FACT is Occupational English Services (OES), a Minnesota based program developed in part to train and improve communication among multicultural workers and their employers. OES teaches non-English-speaking individuals basic English so they can perform simple tasks, such as reading instructions, answering job-related questions, and completing written forms. In addition, cultural differences are discussed in the classes. By providing this type of education to employees, the high costs associated with worker turnover can be reduced and teamwork can be developed. At the same time, morale and productivity should improve. In addition, business development officer should have following strategic objectives and corresponding measures or indicators: (a) build a high-quality student population (average ACT score of new freshmen and average transfer student GPA); (b) maintain high-quality faculty (overall percentage of faculty academically and or professionally qualified); (c) maintain adequate financial resources (available state funds and available private funds); and (d) develop market reputation consistent with program excellence The key to achieving success with Workforce 2000/2020 and beyond is simple: Attracting and hiring the right employees. Then, it's up to you as an employer to support and nurture employee growth and development and guides them to perform their job in a safe manner. Once you have done that, you'll find your organization is better equipped to deal with a variety of safety issues. So, go ahead, take the plunge! References Allan, Peter. "The contingent workforce: Challenges and new directions." American Business Review 2(2002):103 Bass, B. M. 1985. Leadership: Good, better, best. Organizational Dynamics 13 (3): 26-30. Cober, R. T, Brown, D. J., Blumental, A. J., Doverspike, D., & Levy, R (2007). The quest for the qualified job surfer: It's time the public sector catches the wave. Public Personnel Management, 29, 479-494. Joinson, Carla. "HR's seat on the selection committee." HR Magazine 4(2008):82 Malone, Bobby G; Caddell, Tracy A. "A crisis in leadership: Where are tomorrow's principals?" Clearing House 3(2000):162 Ostroff, C., & Bowen, D. E. (2000). Moving HR to a higher level: HR practices and organizational effectiveness. In K. J. Klein & S. W. Kozlowski (Eds.), Multilevel theory, research and methods in organizations (pp. 211-266). San Francisco: Jossey-Bass. Pernick, Robert. "Creating a leadership development program: Nine essential tasks." Public Personnel Management 4(2001):429 Selden, Sally and W Jacobson (2003). "Human Resource Management." In Paths to Performance in State and Local Government. Syracuse, NY: Maxwell School of Public Affairs. Sullivan, John (2002). "Experience-'It Ain't What It Used to Be." International Recruitment and Selection Strategies. Washington, D.C.: IPMA-HR. Vandenberghe, C., Bentein, K., & Stinglhamber, F. (2004). Affective commitment to the organization, supervisor, and work group: Antecedents and outcomes. Journal of Vocational Behavior, 64, 47-71.\ Appendix Role Description Education and Training Business Development Officer Gold Coast Institute of Technology, South East Region Gold Coast Institute of TAFE (GCIT) is the largest registered training organisation on the Gold Coast and is one of Australia's leading vocational education facilities. Established in excess of 32 years, GCIT caters for over 15,000 students per annum over 5 campuses and has been the recipient of many industry and student awards. GCIT has recently become an independent statutory authority and remains focused on producing highly skilled graduates who make a positive difference. The GCIT Marketing and Sales department are seeking talented business development professional to join a dynamic and progressive sales team focused on delivering our revenue targets, launching new products and driving growth in new markets. Successful applicants will have a strong track record in achieving sales targets; possess a flair for developing and maintaining client relationships. Applicant Information Package Job type: Contract Category: Marketing, PR & Communication Classification: AO5 Location: Gold Coast Job ad reference: QLD/SER20406/10 Closing date: 21-Sep-2010 Salary per annum: $68688 - $74657 Salary per fortnight: $2632.80 - $2861.60 Salary other: Total remuneration: - Job duration: 12 months with possibility of extension Document/s: applicant information package_det.doc Ser20406_10 role description.doc Contact name: Roze Johnston Contact details: (07) 5581 8773 Read More